Group items tagged

There are two ways to go about encouraging adoption of social software: fostering grassroots behaviours which develop organically from the bottom-up; or via top-down instruction. In general, the former is more desirable, as it will become self-sustaining over time - people become convinced of the tools' usefulness, demonstrate that to colleagues, and help develop usage in an ad hoc, social way in line with their actual needs.

These key users should: be open to trying new software be influential amongst their peers, thus able to help promulgate usage have the support of their managers Users who are potential evangelists should be identified at every level of management, not just amongst the higher echelons, or amongst the workforce.

3. Convert key users into evangelists Training in the form of short informal sessions (face-to-face or online) and ongoing on-demand support are the basics for encouraging adoption. Too much training or too formal a setting will put users off, and is usually unnecessary.

Nearly 30% of survey respondents (19 of 66) said their organization recouped their investment in immersive technologies in less than nine months, once their project(s) launched.

The top motivations for investment in immersive technology in 2008 /1Q 2009 were enabling people in disparate locations to spend time together, increased innovation, and cost savings or avoidance.

Early implementers are choosing the simplest use cases first. The most common were learning and training (80%, or 53 of 66 respondents focused on this use case) and meetings (76%, or 50 of 66 respondents). Some intend to take on more complex use cases in 2010 or 2011.

accumulated a major backlog of innovative ideas for new software products

adoption of innovative solutions

has become quite difficult

Two European companies show how the collaborative practice spreads from early adopters of wikis at work to become mainstream business tools

Work organizations increasingly adopt shared electronic databases. However, employees' unwillingness to contribute to shared resources undermines the utility of such technologies. Current research is limited to either a utilitarian or normative perspective. To advance understanding in this area, this study proposes a three-dimensional framework. It includes the utilitarian and normative perspectives as two complementary dimensions in addition to a third collaborative dimension. Based on this framework, the study identifies three key organizational processes and advances an additive model to predict employees' willingness to contribute to shared electronic databases. An empirical test was conducted to assess the model in a large manufacturing organization. The test showed both significant overall effects of the model and significant main effects of each predictor variable. The article will discuss the findings and address both theoretical and practical implications. Key Words: information sharing • collective action • organizational knowledge • knowledge management • collaboration • communities of practice • identification

  Salesforce's new mashups will deliver full componentization of its analytical dashboards - enabling users to create, share, and combine data components. Essentially this means that customers can pick and choose the best analytical components from a variety of vendors; combining them into a single view on their salesforce dashboard. Salesforce is hoping that lots of new components will be created and shared on their AppExchange.

making conversations a great deal easier to track

Playback clarifies any conversation

simple to get anyone up-to-speed

Connected futures

New social strategies and tools for communities of practice

community managers, designers and conveners